Jeff Immelt
As seen in:
LinkedIn,
Forbes,
Business Insider,
HuffPost,
TIME,
The Wall Street Journal,
Fortune,
Substack,
Inc.,
McKinsey & Company
and
Is this you? As a journalist, you can create a free Muck Rack account to customize your profile, list your contact preferences, and upload a portfolio of your best work.
Claim your profile
Articles by Jeff Immelt
A Personal Pivot
You are accountable for your turnaround When I walked out of GE for the last time in 2017 after 35 years with the company, it was one of the saddest moments of my life. I had been CEO for 16 years of one of the world’s largest and most essential companies. I’d earned my share of accolades – three-time CEO of the year, most admired company, even advisor to a U.S. president. I had led the company after 9/11 and the financial crisis. I had followed an icon but carved my own path.
CEO GE và cuộc xoay sở với công ty sở hữu 1.200 máy bay
Các nhà toán học sử dụng các phương pháp chứng minh được gọi là “các định lý tồn tại” để kết luận rằng chỉ có một cách giải duy nhất cho một phép toán cụ thể với một tập hợp các điều kiện cụ thể. Tôi học chuyên ngành toán ở đại học, vì vậy đây là một khái niệm quen thuộc với tôi. Nhưng trong khoảng thời gian này, tôi còn nhớ mình đã nghĩ rằng không có định lý hiện hữu nào cho tập hợp cụ thể các điều kiện này vì nó quá bất bình thường.
CEO GE và cuộc xoay sở với công ty sở hữu 1.200 máy sau thảm hoạ 11/9
Các nhà toán học sử dụng các phương pháp chứng minh được gọi là “các định lý tồn tại” để kết luận rằng chỉ có một cách giải duy nhất cho một phép toán cụ thể với một tập hợp các điều kiện cụ thể. Tôi học chuyên ngành toán ở đại học, vì vậy đây là một khái niệm quen thuộc với tôi. Nhưng trong khoảng thời gian này, tôi còn nhớ mình đã nghĩ rằng không có định lý hiện hữu nào cho tập hợp cụ thể các điều kiện này vì nó quá bất bình thường.
Cách CEO tập đoàn đa quốc gia đối mặt với thảm kịch
Những ngày đầu tiên sau 11/9 là một cơn hỗn loạn. Không phận trên toàn quốc bị coi là không an toàn cho các chuyến bay thương mại, thành thử nhóm điều hành của chúng tôi bị kẹt ở nhiều thành phố khác nhau. Tôi ở Seattle; Keith Sherin, CFO, ở Boston; Dennis Dammerman, phó chủ tịch, nguyên CFO, ở Palm Beach; Bob Wright ở LA. Vì vậy cả nhóm chúng tôi bắt đầu tổ chức các cuộc gọi hội nghị mỗi sáu tiếng một lần. Cố gắng cập nhật tất cả các vấn đề mà chúng tôi phải đối mặt là một nhiệm vụ điên đầu.
GE 'bốc hơi' 80 tỷ USD trong thảm họa 11/9 thế nào?
Hai tòa tháp sụp vào ngày thứ Ba. Sang thứ Tư, Andy Lack và tôi nảy ra ý tưởng là GE nên quyên góp 10 triệu đôla cho gia đình của các lính cứu hỏa và các lực lượng phản ứng tuyến đầu khác. Tôi có số di động của Thị trưởng Rudy Giuliani, nên tôi bấm ngay. Tôi cứ nghĩ mình sẽ chỉ được gặp trợ lý của ông, nhưng Giuliani nghe máy chỉ sau hồi chuông thứ hai. Tôi cho ông biết ý tưởng của chúng tôi và nói thêm là chúng tôi muốn thực hiện một cách âm thầm thôi. Giuliani không chịu.
GE 'bốc hơi' 80 tỷ USD trong thảm hoạn 11/9 thế nào?
Hai tòa tháp sụp vào ngày thứ Ba. Sang thứ Tư, Andy Lack và tôi nảy ra ý tưởng là GE nên quyên góp 10 triệu đôla cho gia đình của các lính cứu hỏa và các lực lượng phản ứng tuyến đầu khác. Tôi có số di động của Thị trưởng Rudy Giuliani, nên tôi bấm ngay. Tôi cứ nghĩ mình sẽ chỉ được gặp trợ lý của ông, nhưng Giuliani nghe máy chỉ sau hồi chuông thứ hai. Tôi cho ông biết ý tưởng của chúng tôi và nói thêm là chúng tôi muốn thực hiện một cách âm thầm thôi. Giuliani không chịu.
Ác mộng của CEO GE khi tỉnh giấc
Vào cuối những năm 1990, GE Capital đã đầu tư rất mạnh vào bảo hiểm chăm sóc ban đầu, các tài sản tái bảo hiểm (tài sản và thương vong), và bảo hiểm chăm sóc dài hạn. Bảo hiểm đã trở thành mảng kinh doanh lớn nhất của GE Capital. Tôi có cảm giác rằng chúng tôi đã bỏ ra quá nhiều tiền cho các thương vụ mua lại, tận dụng chúng quá mạnh, và bán các khoản đầu tư để kiếm về thu nhập hằng quý. Và do tính chất dài hạn của các tài sản này, một cuộc rút lui hoàn toàn sẽ là bất khả thi. Chưa hết...
'Ai chả có kế hoạch cho đến khi bị đấm vào mồm' và triết lý của CEO
Trong suốt năm thập kỷ mà tôi được trải nghiệm trực tiếp GE, trước tiên là qua lăng kính trải nghiệm của cha tôi và sau đó là thông qua trải nghiệm của chính tôi, văn hóa của công ty luôn xoay quanh làm việc nhóm và đối mặt với vấn đề, chứ không phải là đổ lỗi. Tôi đã có vinh dự được lãnh đạo công ty Mỹ mang tính biểu tượng này trong một thời điểm then chốt.
Thần chú của CEO tập đoàn đa quốc gia
Năm 2001, tôi trở thành CEO của một công ty, nơi nhận thức không tương đương với hiện thực. Công ty tôi kế thừa từ Jack Welch có một văn hóa hùng mạnh và những con người tuyệt vời. Nhưng chúng tôi đã cạn kiệt ý tưởng. Một năm trước, khi đang điều hành GE Healthcare, tôi đã cố mua một công ty siêu âm tên Acuson, nhưng Jack gạt đi vì nó nằm ở Mountain View, California và “dân ở đấy điên lắm”.
The Business of Business Cards
You are reading a preview. Activate your 30 day free trial to continue reading. Business Career Small Business & Entrepreneurship An inspirational tour of the best business cards because a business card is a 2x3 emissary of your brand. As much as we are focused on digital marketing, don't neglect the power of offline marketing and connecting with your customers. Business cards can make it or break it, so pay attention and enjoy this batch of refreshingly unconventional business cards.
Bill Gates Just Shared the 3 Best Books He’s Read Lately
Bill Gates just can't stop recommending books. Several times a year the Microsoft founder-turned-philanthropist takes to his blog to share his favorite recent reads, but even when he's supposedly promoting his own book, Gates just keeps plumping for other authors.
2021 Forbes CIO Summit Series – Episode 1 - Forbes Connect
March 25, 2021, 1 - 2:30 p.m. ET - Virtual Event Speakers Agenda Sponsors Register Sign Up for Updates Register Now Planning The Future Of Work In A Fast-Changing World With vaccines being rolled out, it’s now possible to contemplate a return to a more stable business environment. But what will that new reality look like and what challenges and opportunities will it pose for CIOs and their teams?
What Do We Really Learn From Failure? (NSQ Ep. 43) - Freakonomics
Latest Posts David Epstein Knows Something About Almost Everything (People I (Mostly) Admire Ep. 35) He’s been an Arctic scientist, a sports journalist, and is now a best-selling author of science books. His latest, Range: Why Generalists Triumph in... Season 10, Episode 45 It’s a powerful biological response that has preserved our species for millennia. But now it may be keeping us from pursuing strategies that would improve...
Jeff Immelt Knows He Let You Down (Ep. 452) - Freakonomics
Not so long ago, G.E. was the most valuable company in the world, a conglomerate that included everything from light bulbs and jet engines to financial services and The Apprentice. Now it’s selling off body parts to survive. What does the C.E.O. who presided over the decline have to say for himself? Listen and subscribe to our podcast at Apple Podcasts, Stitcher, or elsewhere. Below is a transcript of the episode, edited for readability.
Hot Seat
“An extraordinary combination of insights and candor. Jeff Immelt’s Hot Seat takes you into the office, head, and heart of the man who became CEO of GE on the eve of 9/11, and then led the iconic behemoth for sixteen fascinating, and often turbulent, years. A handbook on leadership – and life.” —Stanley A. McChrystal, General, US Army (Retired), CEO and Founder, McChrystal Group “Jeff Immelt has always been one of my leadership role models. He leads with head and heart.
Cleo raises $27.5M Series B to better support working parents
Millennials currently represent the largest labor market share of any single generation and a widening swath of the cohort are starting families and dealing with the pressures and challenges of being working parents. Due in part to the competition in attracting and retaining this growing talent pool – as well as changing employee expectations – the universe of benefits available to workers has expanded past traditional offerings like healthcare plans.
Things are Getting Hot in Metal 3D Printing
As I’ve participated in the digital revolution of manufacturing over the past decade, I’ve come to believe that productivity will be redefined by the “Four A’s:” artificial intelligence, analytics, automation and additive manufacturing. Among those forces, additive manufacturing -- or 3D Printing -- may be the most disruptive. I saw it first-hand at GE – one of the world’s largest manufacturers -- as the company became a clear leader in this technology.
John McCain: A Leader
Like many others, I mourn the loss of John McCain. I knew John well and had massive respect for him. I served on the Board of the McCain Institute, dedicated to promoting international leadership. John was a thought leader in defense strategy, immigration and many other policy areas that intersected with GE. In 2011, I was in a small group of CEOs that visited the Middle East after the Arab Spring. John led the delegation.
Blog | NEA | New Enterprise Associates
11/19/20 Our Investment in Datafold—the Data Observability Platform One of the biggest shifts we’re seeing in the data ecosystem is the rise of the analytics engineer. These are data practitioners who are used to… By: Peter Sonsini Big Data, Cloud Computing, Enterprise, Investment Read Content 08/08/18 Digital Transformation Requires Leadership *Originally published on August 6th, 2018 on LinkedIn. The internet has had a massive impact on consumer and enterprise markets.
Blog | NEA | New Enterprise Associates
Currently viewing: Artificial Intelligence Clear Filter 04/28/22 Revolutionizing Recycling: Our Investment in Glacier Let's Talk Trash Decarbonizing the global economy and solving the climate crisis is one of the most important challenges of our time. From… By: Ann Bordetsky Artificial Intelligence, Seed, Robotics Read Content 10/16/19 The Next Chapter in Data Analytics Data-driven decision making is fundamental for all modern businesses.
Jack Welch Built Great Company, His Successors Wrecked It
Jack Welch developed a healthy company. His only mistake was choosing the weakest of possible successors: Opposing view
Why We're Betting on Manufacturing
America can turn a slow recovery into a strong comeback, one that grows our economy and firmly reestablishes our country as a powerhouse of ideas and production. The key - and what will determine the winners and losers of an exciting new era - is our willingness and ability to lead the next "big waves" of productivity. There are four new drivers of productivity, and success in each depends on the technology and talent we develop.
Big Idea 2014: The Age of Gas
This post is part of a series in which LinkedIn Influencers pick one big idea that will shape 2014. See all the ideas here. Natural gas has been important to human progress since the beginning of the industrial age, but it could never hope to overtake oil and coal given the competitive advantages those fuels possessed. Until now. It is the dawn of the age of gas and 2014 will be a defining year.
'Keep a lot of thoughts to yourself,' and other wisdom from Jeff Immelt on his last day as CEO of GE
This post from Jeff Immelt, chairman of GE, originally appeared on LinkedIn. He shared it with employees on July 31, his final day as CEO. Immelt succeeded GE’s legendary previous CEO, Jack Welch, taking over on Sept. 7, 2001, four days before the terrorist attacks. He als led GE through the 2008 financial crises. I shared the following blog post with GE employees. It’s about the lessons I learned as CEO of the company.
'Keep a lot of thoughts to yourself,' and other wisdom from Jeff Immelt on his last day as CEO of GE
This post from Jeff Immelt, chairman of GE, originally appeared on LinkedIn. He shared it with employees on July 31, his final day as CEO. Immelt succeeded GE's legendary previous CEO, Jack Welch, taking over on Sept. 7, 2001, four days before the terrorist attacks. He also led GE through the 2008 financial crises. I shared the following blog post with GE employees. It’s about the lessons I learned as CEO of the company.
Things I Learned
I shared the following blog post with GE employees. It’s about the lessons I learned as CEO of the company. Tomorrow, I will pass the baton over to John Flannery, who I know is the right person to lead GE into the future. Today is my last day as CEO of GE. Tomorrow, John Flannery takes charge of the world’s premier digital industrial company. I’ve known John for 20 years. He is a thoughtful, disciplined and inspiring leader. Our teams and customers respect his judgment and his global focus.
I Have Your Back
This week, I attended the Aspen Ideas Festival. I thought it was a great event. The discussions were very rich. I was surprised, however, that at least one third of the seminars were about "The Future of Media and Fake News." This is a bit much. Yes, there is a problem with the rise of "fake news," but criticism of news and media has gone too far. A little context. I am a life-long Republican. I believe in many things the President is trying to do.
Competing for the World
Earlier today, I delivered remarks at Georgetown University. I shared my views on globalization and why protectionism is not the answer to how we compete and win. Here are excerpts, as prepared, from my message to the students. Many of you are studying to engage with the world on behalf of governments and companies. You hear people say we are living in unprecedented times. I am here to tell you - that is true. Today, I want to give you some views on globalization ...
Jeff Immelt: Localization Can Help America Win Around the World
Immelt is the chairman and CEO of GE. Is globalization bad? Would you believe it if I told you that 85% of GE’s jet engines and gas turbines have been sold outside the U.S. over the past 15 years? I understand that in the experience of some American workers, globalization is not exactly a synonym for progress; they can point to jobs lost rather than gained, companies leaving instead of moving in.
With Oil Spinoff, GE CEO Immelt Revamps His Strategy
Jeff Immelt, the chairman and chief executive of General Electric Co., said the purchase of Baker Hughes Inc. will help the industrial giant bulk up and weather a prolonged slump in the energy industry. But the complex transaction, which will carve out GE ’s oil-and-gas business into a separate publicly traded company, also raises questions about how far Mr. Immelt will go in slimming down its once-sprawling corporate portfolio.
Reflections from Washington
Published on September 29, 2016September 29, 2016 • 995 Likes • 44 Comments Jeff ImmeltInfluencerFollow Venture Partner, New Enterprise Associates (NEA); Chairman & CEO, GE, 2001 - 2017 Yesterday I sat down with Walter Isaacson at The Atlantic’s Ideas Forum in Washington. Walter is a great thinker and always a pleasure to talk to. We covered many points, but three stick out in my mind: Basic investments are needed to be competitive.
Why GE is giving up employee ratings, abandoning annual reviews and rethinking the role of HQ
I recently sat down with LinkedIn’s executive editor Dan Roth and we discussed a number of issues I find important to GE’s future: from our transformation into the world’s largest digital industrial company to our company’s evolving culture that’s focused on decentralized decision-making, speed and startup-like mentality. Dan and I talked a lot about the Industrial Internet and the economic potential of connecting a locomotive or a jet engine to the cloud.
GE’s Immelt Says Brexit Shows ‘the Failure of Bureaucracies’
Britain’s decision was a setback for the global economic order. Here’s how GE plans to keep growing in a protectionist world. The results of the U.K. referendum on Brexit have caught the markets and many globalization observers by surprise. They shouldn’t have. The belief that governments and big institutions just don’t work and the rise of populism and protectionism have been gaining momentum for quite some time. We live in a world that is volatile, and the economy is uncertain.
Why I Am Bullish on Europe
Europe’s struggles are well documented. The coming vote in Britain on EU status, the effects of the refugee crisis, security vulnerabilities, an air of disappointment amid years of slow economic growth – all of these are covered exhaustively. But this is not the full story. Whatever Europe’s problems, they are far outnumbered by Europe’s opportunities. I have a direct stake in Europe’s success. In the years I have led GE, that stake has only increased.
Preparing for What’s Next
On May 20th, I delivered the keynote at New York University’s Stern Business School convocation. Here are excerpts from my message to the graduates. We’re in a volatile, global economy – the most uncertain I have ever seen. There is distrust of institutions. Protectionism is rising. Globalisation is being attacked as never before. For those looking to succeed, the playbook from the past just won’t cut it. It’s time to pivot, be bold, and not fear criticism.
Preparing for What’s Next
On May 20th, I delivered the keynote at New York University’s Stern Business School convocation. Here are excerpts from my message to the graduates. We’re in a volatile, global economy – the most uncertain I have ever seen. There is distrust of institutions. Protectionism is rising. Globalization is being attacked as never before. For those looking to succeed, the playbook from the past just won’t cut it. It’s time to pivot, be bold, and not fear criticism.
Bernie Sanders says we’re ‘destroying the moral fabric’ of America. He’s wrong.
We at GE were interested to read comments Monday by Sen. Bernie Sanders (I-Vt.), who told the New York Daily News editorial board that GE is among the companies that are supposedly “destroying the moral fabric” of America. The senator had been asked to cite examples of corporate greed at its worst. Somehow that got him to talking about us. GE has been in business for 124 years, and we’ve never been a big hit with socialists. We create wealth and jobs, instead of just calling for them in speeches.
Accelerating South Africa’s economic transformation
Two decades ago, South Africa defied expectations by transforming itself into an inclusive democracy. Now it’s time to take the next leap forward. Most people do not realize that the General Electric Company first came to South Africa in 1898—it was among our first offices overseas. For a brief period, and as part of the global effort to end apartheid, we left the country.
Jeff Immelt Graduation Speech 2015: Siena College
Dr. Eddy, thank you for that introduction. To the families and friends here today — welcome. And to the class of 2015 — congratulations! Let me wish all of the mothers in the audience a Happy Mother’s Day. I extend a special welcome as well to Bishop Hubbard, Howard Foote—Chairman of the Board—and all the Trustees and Board of Advisors in attendance. It is great to be here at Siena. We share a special connection. You could say that GE and Siena grew up together. GE was founded in 1892 in Schenectady.
The future of the internet is intelligent machines
An internet revolution is upon us. As we know it today, the internet has been largely about connecting people to information, people to people, and people to business. Monetization strategies range as widely as the options available, and for all the success, there are more failures.
Show More
loading
Actions
Is this you?
As a journalist, you can create a free Muck Rack account to customize your profile, list your contact preferences, and upload a portfolio of your best work.Get in touch with Jeff
Contact Jeff, search articles and posts on X, monitor coverage, and track replies from one place.
Learn more about Muck Rack